Woodside Energy Group Ltd (WDS) — Cash Flow-to-Debt Ratio
Woodside Energy Group Ltd (WDS) has a Cash Flow-to-Debt Ratio of 0.11x as of June 2025, meaning its operating cash flow of $3.03 Billion could theoretically repay 0% of its total liabilities ($26.37 Billion) in one year. See cash generation quality of Woodside Energy Group Ltd to measure how efficiently the company converts operating cash flow to free cash.
CF-to-Debt Ratio
Operating Cash Flow
Total Liabilities
Data as of
Woodside Energy Group Ltd Cash Flow-to-Debt Ratio (1996–2024)
Historical debt coverage capacity for Woodside Energy Group Ltd across 29 annual periods. Also explore WDS shareholders equity momentum to track the company's year-over-year net asset growth rate.
Annual Cash Flow-to-Debt Ratio for Woodside Energy Group Ltd (1996–2024)
Year-by-year debt coverage analysis for Woodside Energy Group Ltd. For market capitalisation and broader financial context, see Woodside Energy Group Ltd market cap and net worth.
| Year | CF-to-Debt Ratio | Operating CF (USD) | Total Liabilities | YoY Change |
|---|---|---|---|---|
| 2024 | 0.23x | $5.85 Billion | $25.11 Billion | ▼ -23.5% |
| 2023 | 0.30x | $6.14 Billion | $20.19 Billion | ▼ -23.3% |
| 2022 | 0.40x | $8.81 Billion | $22.19 Billion | ▲ +28.2% |
| 2021 | 0.31x | $3.79 Billion | $12.24 Billion | ▲ +96.8% |
| 2020 | 0.16x | $1.85 Billion | $11.75 Billion | ▼ -43.1% |
| 2019 | 0.28x | $3.31 Billion | $11.94 Billion | ▼ -26.4% |
| 2018 | 0.38x | $3.30 Billion | $8.77 Billion | ▲ +48.6% |
| 2017 | 0.25x | $2.40 Billion | $9.49 Billion | ▼ -11.1% |
| 2016 | 0.28x | $2.59 Billion | $9.09 Billion | ▲ +1.3% |
| 2015 | 0.28x | $2.48 Billion | $8.81 Billion | ▼ -56.4% |
| 2014 | 0.64x | $4.79 Billion | $7.42 Billion | ▲ +51.2% |
| 2013 | 0.43x | $3.33 Billion | $7.81 Billion | ▲ +14.4% |
| 2012 | 0.37x | $3.35 Billion | $8.98 Billion | ▲ +57.4% |
| 2011 | 0.24x | $2.24 Billion | $9.47 Billion | ▼ -4.3% |
| 2010 | 0.25x | $2.10 Billion | $8.51 Billion | ▲ +26.3% |
| 2009 | 0.20x | $1.67 Billion | $8.53 Billion | ▼ -58.6% |
| 2008 | 0.47x | $2.65 Billion | $5.59 Billion | ▼ -26.1% |
| 2007 | 0.64x | $2.60 Billion | $4.07 Billion | ▲ +28.7% |
| 2006 | 0.50x | $1.87 Billion | $3.76 Billion | ▲ +14.4% |
| 2005 | 0.43x | $1.10 Billion | $2.54 Billion | ▼ -20.9% |
| 2004 | 0.55x | $1.03 Billion | $1.87 Billion | ▲ +7.3% |
| 2003 | 0.51x | $905.22 Million | $1.77 Billion | ▲ +14.5% |
| 2002 | 0.45x | $674.58 Million | $1.51 Billion | ▲ +43.6% |
| 2001 | 0.31x | $565.78 Million | $1.82 Billion | ▼ -27.0% |
| 2000 | 0.43x | $916.15 Million | $2.15 Billion | ▲ +132.8% |
| 1999 | 0.18x | $363.30 Million | $1.98 Billion | ▲ +33.5% |
| 1998 | 0.14x | $240.13 Million | $1.75 Billion | ▼ -44.4% |
| 1997 | 0.25x | $328.54 Million | $1.33 Billion | ▼ -99.9% |
| 1996 | 165.42x | $409.83 Million | $2.48 Million | — |